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Darren Evans General Manager People, Safety & Medical
Brent Armitage People Safety Advisor
Air New Zealand’s high performance engagement journey
Health and Safety Representatives’ Conference – Making a Difference
Private and confidential
Darren’s story….
Private and confidential
Brent’s story….
Private and confidential
This is indicative of where were are at as of 2016
Private and confidential
Our priorities
Policy & SMS
Critical Risks
Digital Solutions
Behaviour Focus
Due Diligence
Safety Dashboards
Learning Culture
Leadership
Participation
Engagement
We are on a safety journey going from great to excellent which means working with the business to embed a safety culture that makes safety a true shared value. As part of our journey we are focusing on risk management, and in particular our critical risks or those that can seriously harm or injure our people. This will involve having the right tools and resources to ensure safety is always front of mind.
We know, understand and reduce our risks and optimise our performance
We work together to look after ourselves and our work mates
We have the right tools and skills to succeed
Private and confidential
Darren’s Vision for HSRs
• Understood and acknowledged that those closest to the Risks are best placed to advise as to how they are managed
• Participation & Engagement is at the heart of risk management as ‘just the way we do things’
• HSRs are valued and respected by workers, managers and leaders for the value that they bring
• Volunteering and serving as an HSR is a valued career development opportunity for all, and connects with the HAZANZ career path framework
• HSRs are THE differentiator for Air New Zealand
• HSRs becomes THE differentiator for Aotearoa New Zealand
• HSRs become a national movement and community across Aotearoa New Zealand connecting, sharing and learning
Private and confidential
The way we were….
Fractured
network
Broken
election
process
Not valued
Not
supported
Off the
shelf
training
Challenges
with
remote
workers
Lack of
resources
Confusion
over role
of HSR
Private and confidential
The way we were….
Complexity
of shift
patterns
No clear
career
pathway
No formal
induction
process
No comms
plan
No single
database
of HSRs
Working in
silos
Poor
follow up
on issues
raised
Confusion
over H&S
Strategy
Private and confidential
What our HSRs told us….
Keeping connected “Health and Safety page in Crews News or, even better, a Health and Safety app for crew”.
Making People Safety Simple “Keep all company Health and Safety information simple and visible so everyone can understand it at a glance, "NOT A BOOK" - people switch off”.
Development Opportunities “Enable further development as H & S Reps, currently restricted up to Level 3”.
Recognition “Introduce recognition for staff through their TMs - for good reporting to motivate Air New Zealanders to develop a better safety culture”.
KoruSafe Training “More basic forms of training for H & S Reps – more effective meetings. Korusafe training for smaller groups at own ports”.
Investigation Outcomes “Actual feedback to the frontline staff re: issues raised. Update on improvements implemented”.
Sharing information “More visible statistics by business unit of reported and resolved incidents and accidents by month”.
Health and Safety Workshops “Courses like today help to inspire and support our Reps. I would love to have some tools to be able to run mini workshops as a way to help inspire a change of attitude with my colleagues too”.
Safety Culture “I would like a chance to learn more. All staff need a little education on why we do Health and Safety”.
Executive Support “Drive a positive culture change from the 'top' to show support and engagement”.
Private and confidential
Reset!
Private and confidential
Health & Safety Policy “We will engage and consult with employees,
Health and Safety Representatives, Unions
and contractors to foster a work environment
that promotes open and honest feedback
ensuring it is used constructively and without
retribution.
We recognise that risks are best managed
with the meaningful input of those closest to
them, as such we will employ High
Performance Engagement philosophies as
the cornerstone of collaboration and
engagement strategies in managing workplace
health, safety and wellbeing”.
Private and confidential
What is High Performance Engagement?
Private and confidential
High Performance Engagement is NOT:
• Asking people their opinions
• Asking for their ideas
• Communicating with them and giving them information
• Giving them a solution and asking what they think about it
• Asking for their ideas when there are not options or the solution is already decided
• Excluding representatives
Private and confidential
What High Performance Engagement (HPE) IS:
HPE is a way of working where people closest to a business issue (risk) or opportunity are involved in developing solutions.
The 4 principles of HPE being:
• Ensure that those closest to the issue (risk) help address the issue
• Transparently share and understand the interests of all stakeholders
• Transparently share the information needed to address the issue
• Follow a systematic problem solving process that seeks a consensus solution
Private and confidential
High Performance Engagement IS:
Private and confidential
HSR Improvement Team
25 HSRs
1 Week
Private and confidential
Ground Rules: • Open mindedness • Listen to understand • One person speaking at a time • No judgements • Active participation • Be present • Safe environment • Support each other • Mobile phones on silent • No question is a stupid question • Don’t use acronyms or explain if you do • Keep things simple • Be patient • Everybody has the chance to talk • Focus • Respect who we are representing • Be mindful of our language • Make sure we finish what we start • Enjoy the process
Private and confidential
Issue Statement:
“How can we attract, support & develop Health & Safety Representatives so that they are valued, empowered and effective, leading an engaged Health & Safety Culture?”
Safety culture is the attitude, beliefs, perceptions and values that employees share in relation to safety in the workplace. Safety culture is a part of organisational culture and has been described by the phrase "the way we do things around here". Hudson (2009)
Private and confidential
HSR Priorities:
• Roles & Responsibilities
• Training & Development
• Recognition
• Leadership
• Communication
• Reporting
• Support
• Legislation
Private and confidential
Results:
• HSR Roles and Responsibilities
• HSR Expectations
• Management Expectations
• Development of HSR Resource Toolbox
• Content of HSR Resource Toolbox
• HSR Database and Profile Page
• HSR Community Page
• HSR Induction Checklist
• HSR Key Messaging To New Workers
Private and confidential
Governance:
Workers
Leaders
H&S Committees
Air New Zealand Executive & Board
Group Safety Review Board
BU Leadership Teams
Senior Leadership Team
SHEPSC
HPE LT
Work as Imagined?
Work as Done!
HSRs
Private and confidential
So what?
• Significant reduction in event severity
• Significant uptick in HSRs involved in Investigations
• Significant uptick in HSRs involved in Risk Assessments
• Lower TRR by 15% year on year
Private and confidential
Our Safety Journey To Date
This is indicative of where were are at as of 2019 (today)
Private and confidential
Where to next?
• HSR Learning Pathway
• HSR Identification/Visibility
• Lanyard
• Pin
• Armband
• Supercharging our HSR Election Process
• HSRs attending Leadership Everyday
• Reward & Recognition of HSRs
• Continue building our HSR Whanau!
Private and confidential
SHOUT OUTS!
Private and confidential
SHOUT OUTS!